developing & working with teams november 14, 2007 learners = leaders
TRANSCRIPT
Developing & Working with Teams
November 14, 2007
LEARNERS
=
LEADERS
Where do I stand?Select the statement that best represents what your team needs to consider.“Take a stand” next to your selected statement.Share with colleagues who join you why you are there.
The whole is never the sum of the parts – it is greater or lesser, depending on how well the individuals work together. Chuck Noll
Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it’s the only thing that ever has.
Margaret Mead
Little happens in a relationship until the individuals learn to trust each other.
David W. Johnson
Effective teams pay more attention to doing the right thing than doing things right.
Warren Bennis & Burt Nanus
Collaboration should be thought of as a goals-directed process, where people are willing to work outside their well-defined roles and have no problem sharing the spotlight with others.
Glenn Parker
When a group of people is learning and creating, their capacity for developing close relationships increases.
Rodney LaBrecque
We find comfort from those who agree with us, growth from
those who do not. Anonymous
PURPOSE
To provide experiences, tools, strategies, and resources that will enhance participants’ effectiveness as facilitators of adult learning
Desired Outcomes
Shared understanding of the differences between groups and teams
Strategies for building and strengthening teams
Insights into next steps . . . mine and my team’s
Today’s Agenda
Join Up Building & Strengthening Teams
Are we a group or a team?What gets in the way of teamwork?How do we overcome the barriers?
Success Begins With Me Wrap-Up
NORMS FOR OUR LEARNING
• Share experiences to enrich others.
• Ask questions.• Pay attention to your
“Feathers”.• Learn by doing – apply to your
own work.• Respect the 100 Mile Rule.
LEARNING BUDDIES
Eye Color
Shoe TypeHandedness
Height
Reflection
• Am I a member of a group or a team?
• How do I know?
The task at
hand…
G
E M C
T A W H K
Q F X U B Y O
R L D V I Z P J S
What do you
remember?
G
E M C
T A W H K
Q F X U B Y O
R L D V I Z P J S
Get ready…
B
M R G
W C K Q E
U S L X H O V
T F N Y A P Z D I
GO
TEAMS!
B
M R G
W C K Q E
U S L X H O V
T F N Y A P Z D I
Mirror, Mirror on the wall …
Group . . . Or Team? Stage of Team Development Keys to Effective Teams
Keys to Effective TEAMs
Collaboration is embedded in routine practices.Time for collaboration is built in work day and work calendar.Teams focus on key questions.Products are made explicit.Team norms guide collaboration.Teams pursue specific and measurable performance goals.Teams have access to relevant information.
Share your reflections. Group or TEAM?How do you know?
With your Eye Color
Buddy …
Little happens in a relationship until the individuals learn to trust each other.
David W. Johnson
The Five Dysfunctions of a Team
Absence of TRUST
Fear of CONFLICT
Lack of
COMMITMENT
Avoidance of
ACCOUNTABILITY
Inattention
To RESULTS
The Five Dysfunctions of a Team by Patrick Lencioni
WHAT COMES UP? Individually read the
descriptions of The 5 Dysfunctions of a Team.
Follow the “What comes up?” protocol.
Members of trusting teams …
Admit weaknesses and mistakes Ask for help Accept questions and input about their areas of
responsibility Give one another the benefit of the doubt before
arriving at a negative conclusion Take risks in offering feedback and assistance Appreciate and tap into one another’s skills and
experiences Focus time and energy on important issues, not
politics Offer and accept apologies without hesitation Look forward to meetings and other
opportunities to work as a team
Overcoming an Absence of Trust
Requirements: Shared experiences over time Multiple instances of follow-through
and credibility In-depth understanding of the unique
attributes of team members
Absence of Trust
Overcoming an Absence of Trust
Suggestions: Create structured opportunities for
team members to share personal histories
Collaboratively assess and discuss team effectiveness
Use protocols to identify and build understanding of team members’ behavioral preferences and personality styles
Absence of Trust
Overcoming an Absence of Trust
Suggestions (cont.): Embed teambuilding activities into all
work meetings Leaders ~ Demonstrate vulnerability
first Risk “losing face” in front of the team Create an environment that does not punish
vulnerability Be genuine!
Absence of Trust
THE COMPASS1. Go to the “direction” of your
choice. Remember, no one is only one direction. Choose the one that describes your predominant style.
2. With your group, discuss and record answers to each of the 4 questions on your chart.
3. Be ready to share your responses.
TEAM BUILDERSUnrelated
Related
PersonallyRisky
PersonallySafe
Factors for Determining Type of Team Builder
How well do group members know each other?Have they had opportunities to work together before?How comfortable are they with each other?Are some members of the group new to the group?How sensitive or significant is the group’s work?How long will the group work together?
NORMS
The standards of behaviors by which we agree to
operate while we are in this group.
Steps to Establish
Examples
With your Shoe Type Buddy ...
Consider the suggestions for overcoming the 5 dysfunctions of a team.Which strategies are most needed by your team? What might your next step(s) be?
Example isn’t the best way to influence others – it’s
the only way.Albert Schweitzer
SUCCESS
BEGINS WITH
ME.
Group Member CapabilitiesA capability names what a
person is able to do.
Capabilities are the metacognitive awarenesses with which people determine when to use, how to use, or not to use certain skills.
Group Member Capabilities
1. To know one’s intentions and choose congruent behaviors.
2. To set aside unproductive patterns of listening, responding, and inquiring.
Listening Set-Asides
Autobiographical ~ “Me, too!”
Inquisitive ~ “Tell me more!”
Solution ~ “I know what to do!”
Group Member Capabilities
1. To know one’s intentions and choose congruent behaviors.
2. To set aside unproductive patterns of listening, responding, and inquiring.
3. To know when to self-assert and when to integrate.
4. To know and support the group’s purposes, topics, processes, and development.
Actualizing Capabilities
Record your reflections individually.
With your Height Buddy, share your strengths and next steps.
.
An organization’s results are determined through webs of human commitments born in webs of human conversations.